Relationships among organizational family support, job autonomy, perceived control, and employee well-being.

By C. Thompson, David J. Prottas. Journal of Occupational Health Psychology, 2006

845 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a59256a1699fa04205cae9db6a251d778e0d0459

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Citations in the corpus

Antecedents and consequences of work-family enrichment among Indian managers (2009, background): “Positive relationship between some dimensions of job characteristics such as job autonomy and variety with WFE (Grzywacz and Marks 2000; Grzywacz and Butler 2005; Thompson and Prottas 2005; Voydanoff 2004) was found with contradictory results (Andreassi and Thompson 2007; Beutell and Wittig-Berman”
FACTORS AFFECTING QUALITY OF WORK LIFE: Empirical Evidence From Indian Organizations (2012, methodology): “2.6 Family-Responsive Culture: In addition to providing flexible work arrangement and emotional supervisor support, the organization’s culture toward combining work and family roles is at least as important for employees seeking work-family balance (Thompson & Prottas, 2006).”
Being important matters: The impact of work and family centralities on the family-to-work conflict–satisfaction relationship (2012, background): “For example, while Thompson and Prottas (2006) found that FWC was significantly related to job satisfaction, Stephens et al. (1997) reported a non-significant relationship between these two variables.”
Mediating Role of Psychological Capital in the Relationship between Social Support and Wellbeing of Refugees (2018, background): “For example, while Kalliath and Beck (2001) found that supervisor support helped reduce burnout, both Newman et al. (2015) and Thompson and Prottas (2005) found that it was positively related to psychological wellbeing.”
A review and agenda for examining how technology-driven changes at work will impact workplace mental health and employee well-being (2020, background): “Other studies have also pointed to the importance of social support for employee well-being (Daniels and Guppy, 1994; Desrosiers, 2001; Thompson and Prottas, 2006).”
How Does Supervisory Family Support Influence Employees’ Attitudes and Behaviors? A Social Exchange Perspective (2014, background): “Thompson and Prottas (2006) argued and found that supervisory family support increased employees’ perceived control of the environment, which in turn increased their job satisfaction and reduced their intention to quit.”
Organisational change and employee burnout: The moderating effects of support and job control (2017, background): “Job control and autonomy have been consistently associated with lower anxiety and depression (e.g., Sanne et al., 2005), stress (Thompson and Prottas, 2006), and burnout (Dubois et al., 2014; Kushnir and Melamed, 1991; Lasalvia et al., 2009), and with higher job satisfaction (Day and Jreige, 2002;…”